Clusters are individuals - VDI/VDE-IT

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2.5.2.5 Instruments Financial support is provided for the establishment of the centres and the research carried out by them. Tekes is also providing technical support through coordinating the centres as a whole and participation in the cooperation forum between the centres. 2.5.2.7 Monitoring and evaluation system The following main indicators are used to measure the performance of the program: 2.5.2.6 Results and Impact of the Program There are six Strategic Centres for Science, Technology and Innovation in the areas of energy and environment, metal products and mechanical engineering, forest cluster, health and well-being and ICT industries/services. 67 128 companies are involved in the centres which have set up a total of 13 research programs (figures of 2009). Within each Strategic Centre, some EUR 40-60 million annually are invested in research. 68 An evaluation of the results and the impact of the program will be carried out in 2012-2013. INDICATORS Output • Creation of new public-private partnerships • Creation of joint long-term strategic research • Increase in R&D investments and resources • Increase in quality, risk level and areas of RTI activities Results • Results of the SHOK RTI programs: • New products and services, process innovations, patents, internationalization and networking effects, growth and innovations in businesses • Results of the SHOK cluster program: • Increased cooperation and visibility of clusters, speeding-up of innovation processes Impact • Renewal of clusters and industries • Creation of new national competence areas • Promotion of economic growth and employment Beneficiaries are monitored by means of regular written reports, regular meetings with the program owner and regular independent evaluations. An evaluation of the whole SHOK program as well as of individual SHOK clusters is being planned during 2011 and will be executed in 2012-2013. The final set of indicators to be used in the evaluation is under preparation. 2.5.2.8 Context of the program The relevance of the SHOK program in the overall policy setting is very high which also reflects in a good coordination with other programs (see table and figure below) How important is the cluster program in relation to… 0 1 2 3 4 …the overall economic/industrial development strategy • • • • X …other R&D/innovation programs • • • • X 0 = not important at all ==> 4 = very important Table 31: Relevance of the SHOK program in the overall policy setting 67 For an overview of the centres please see www.tekes.fi/en/community/Strategic_Centres_ for_Science__Technology_and_Innovation_%28SHOK%29/360/Strategic_Centres_for_Science__ Technology_and_Innovation_%28SHOK%29/1296. 68 www.tekes.fi/en/community/How_do_Strategic_Centres_work/631/How_do_Strategic_ Centres_work/1557 111
With R&D programs 4 3 2 1 0 With business development programs With infrastructure programs 0 = coordination is weak ==> 4 = coordination is strong Figure 42: Coordination of the SHOK program with other Finnish programs 2.6 ICELAND 2.6.1 VAXTARSAMNINGUR (GROWTH AGREEMENTS) Name of program Country Vaxtarsamningur (Growth Agreements) Iceland Contact details Ministry of Industry, Energy and Tourism Elvar Knútur Valsson Arnarhvoli IS-150 Reykjavik Tel. +354 545 8500 Fax +354 562 1289 Email: elvar.knutur.valsson@idn.stjr.is Internet www.vaxvest.is, www.vaxtarsamningur.is 2.6.1.1 Objectives and Rationale of the Program The overall objective of the program is to promote innovation and strengthen the competitiveness of regions through networking and cluster co-operation among firms, R&D institutions, universities, municipalities and the government. In order to achieve this objective the program pursues the following operational objectives: • Strengthening of cooperation among companies, universities and government agencies to enhance innovation and development for companies and industries; • Promotion and support of clusters and cluster initiatives in the region and regional expertise in predefined strong holds; 112
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CLUSTERS ARE INDIVIDUALS NGP NGP Cl
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CLUSTERS ARE INDIVIDUALS CREATING E
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TABLE OF CONTENTS EXECUTIVE SUMMARY
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INDEX OF TABLES Table 1: Benchmarki
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EXECUTIVE SUMMARY In economic and i
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1. INTRODUCTION In economic and inn
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There is an emerging consensus that
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DIMENSIONS INDICATORS Age of the cl
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2. RESULTS OF THE BENCHMARKING OF C
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2.2 CHARACTERISTICS OF CLUSTER MANA
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these clusters since the establishm
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2.2.5 FINANCING OF CLUSTER MANAGEME
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Age Share of clusters having initia
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Share of clusters with high appeara
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2.3.4 THE CHARACTERISTICS OF A CLUS
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Against the backdrop of the other k
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3. RESULTS OF THE BENCHMARKING OF C
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3.2 CHARACTERISTICS OF CLUSTER PR0G
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NAME OF THE PROGRAM ESTABLISHMENT O
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Cluster Offensive Bayern No Yes No
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and regular meetings between progra
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REGIONAL CLUSTER PROGRAM OSKE - CEN
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3.3 KEY FINDINGS The benchmarking o
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ment through Competence Networks Ge
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3.3.4 INTERNATIONALIZATION OF CLUST
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Programs that attach high relevance
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The rationale behind a more active,
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tool to support the further develop
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implementation) the following princ
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4. POLICY RECOMMENDATIONS Clusters
Page 61 and 62: THE AUTHORS THOMAS LÄMMER-GAMP is
Page 63 and 64: 1. INTRODUCTION The benchmarking of
Page 65 and 66: 2.1.1.3 Term of the Program, Financ
Page 67 and 68: INDICATORS Output Results Impact
Page 71 and 72: 2.2.2 ZENTRALES INNOVATIONSPROGRAMM
Page 73 and 74: 2.2.2.4 Instruments ZIM-NEMO provid
Page 75 and 76: 2.2.3 CLUSTER OFFENSIVE BAYERN (BAV
Page 77 and 78: 2.2.3.4 Instruments The key element
Page 79 and 80: With R&D programs 4 3 2 1 0 With bu
Page 81 and 82: Coordination of activities through
Page 83 and 84: 2.3 NORWAY 2.3.1 NORWEGIAN CENTRES
Page 87 and 88: 2.3.1.6 Monitoring and evaluation s
Page 89 and 90: Norway (SIVA) and the Research Coun
Page 91 and 92: 2.3.2.4 Instruments Support for the
Page 93 and 94: How important is the cluster progra
Page 97 and 98: 2.4.1.6 Monitoring and evaluation s
Page 99 and 100: 2.4.2 REGIONALT KLUSTERPROGRAM (REG
Page 101 and 102: manner. Companies that were partner
Page 103 and 104: 2.5 FINLAND 2.5.1 THE CENTRE OF EXP
Page 105 and 106: Competence Cluster Centre of Expert
Page 107 and 108: environments in order to lure inter
Page 109 and 110: The coordination of the program wit
Page 111: organizations. Technology, service
Page 115 and 116: 2.6.1.4 Instruments The program pro
Page 117 and 118: With R&D programs 4 3 2 1 0 With bu
Page 119 and 120: The program provides grant funding
Page 121 and 122: 2.7 POLAND 2.7.1 POLISH CLUSTER SUP
Page 123 and 124: Name of the program Operational Pro
Page 125 and 126: 2.8 FRANCE 2.8.1 GRAPPE D’ENTREPR
Page 127 and 128: How important is the cluster progra
Page 132: CO-SPONSORS:
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